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Has It Led to Greater Female Executive Participation?

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Has It Led to Greater Female Executive Participation? GREATER FEMALE BOARD PARTICIPATION: HAS IT LED TO GREATER FEMALE EXECUTIVE PARTICIPATION? GLOBAL VOICES OECD AUSTRALIAN YOUTH DELEGATION MAGGIE YANG THE UNIVERSITY OF MELBOURNE’S FACULTY OF BUSINESS & ECONOMICS MAY 2013 www.globalvoices.org.au GLOBAL VOICES Global Voices was established in February 2011 as a non-profit private company limited by guarantee through a grant from the British Council. We are now funded through partnerships with Australia’s leading universities, the corporate & philanthropic communities and Government. We are based in Melbourne, with seven part-time team members all aged under-25. Our board of directors is chaired by The Honourable Peter Lindsay, a former Parliamentary Secretary for Defence. Global Voices selects, funds, prepares and then coordinates delegations of Australia’s future leaders to a variety of major international events. We also run a domestic events program designed to bring Australia’s future leaders face-to-face with key international decision makers over a small, intimate working meal. Our vision is where young Australians have an influence on the world stage. Our mission is to create opportunities for young Australians to engage with international policy both at home and abroad. ORGANISATION FOR ECONOMIC COOPERATION & DEVELOPMENT (OECD) The Organisation for Economic Cooperation & Development is an international organisation comprising 34 countries which has the aim of improving the economic and social well-being of people around the world. The OECD’s Annual Forum brings together a large range of stakeholders to discuss the most pressing issues on the international agenda. These stakeholders include high-level representatives from the private, public, and social sectors as well as academia and representatives from the OECD itself. Notable speakers who will address this year’s forum include Anne-Marie Slaughter (Former State Department Director of Policy Planning, USA), Jens Stoltenberg (Prime Minister of Norway), Craig Emerson (Minister for Trade and Competitiveness, Australia) and Angel Gurría (Secretary-General of the OECD). MAGGIE YANG Maggie Yang, 20, is a Bachelor of Commerce student at The University of Melbourne’s Faculty of Business & Economics. She has previously worked as co-head of national financial operations for The Oaktree Foundation. Page 1 Greater Female Board Participation: Has it led to greater female executive participation? Global Voices OECD Australian Youth Delegation Maggie Yang (The University of Melbourne Faculty of Business & Economics) Abstract Whether to implement a legislation-based quota around gender representation at the board level as a measure leading to greater gender equality is currently extremely topical in the Australian context. This paper aims to explore the correlation between women elected to the board and women promoted to executive teams for the top 20 publicly listed companies in Australia and further abroad in four other countries, and whether Norway's government-imposed quota has led to gender equality in uppermost management. The results indicate that rising numbers of female representation in the boardroom has not translated to the proportionate level of increases in executive management, indicating that despite affirmative results in certain consumer-facing industries, much can be learnt from other factors in paving the way for gender equality in executive leadership. Recommendations Currently, with heightened emphasis on the topical issue of promotion on merit and not promotion on the sole premises of gender, organisations need to ensure the growth of a pool of female candidates with the requisite expertise and skill set ready for board candidacy. Without a sustainable pool of female expertise, the following analysis will show that even legislatively regulated gender quotas for boards do not prompt a similar level of increase in the promotion of a proportionate number of female executives. Therefore, before mandating that a quota be implemented at the board level, Australian government needs to first focus on growing female talent nationally. This paper recommends that it be mandatory for all state-owned and public limited liability companies to, in their annual reports, disclose the percentage of male and female applicants and the percentages that were successful in gaining employment, as well as the percentages of male and female promotions throughout the levels of the organisation. In addition, mandatory disclosure of the organisation’s targets for both genders to be represented in executive management (or top two tiers of management), as well as policies for creating greater flexibility in work arrangements for women on parenting leave, in order to retain female talent within the firm. Further work is also required to create national network of female executive talent, potentially with established mentoring organisations, in order to raise the profile of opportunities in executive management and board positions as well as providing support for women working up the levels of an organisation. Companies should also disclose the number of women from their organisation that are part of the executive mentoring network and their respective contributions. The growth in the pool of female talent equipped with the support, networks and expertise essential for board candidacy will create gradual flow-on effects as, with a greater number of female executives ageing and moving into board positions. Further research is required as to the costs of requiring mandatory disclosure, whether sanctions should be implemented as well as whether to build a partnership with an existing, established executive mentoring agency. Page 2 Greater Female Board Participation: Has it led to greater female executive participation? Global Voices OECD Australian Youth Delegation Maggie Yang (The University of Melbourne Faculty of Business & Economics) Introduction Within the Australian Stock Exchange, a quarter of the top 200 publicly listed companies have not elected a woman onto their corporate boards.1 Female representation at the board level is an extremely topical issue, with increasing calls for the Australian government to follow in the footsteps of Norway, France and Spain in implementing a legislation-based mandatory quota of women on corporate boards.2 As far back as March 2011, Quentin Bryce, the Australian Governor-General emphasised her support for the application of gender quotas to board participation.3 Studies have provided an evidential basis that gender balance on the board is linked to increases in sales and return on equity, with companies that have mixed gender executive committees exceeding all-male executive committees in the top-quartile companies by 56% on operating results.4 Particularly relevant to Australia is the warning in March 2013 from Tim Toohey, the chief economist at Goldman Sachs, that Australia is missing out on $195 billion Gross Domestic Product (GDP) by failing to close this gender gap.5 In addition, the increased presence of women in executive and boardroom roles provides more role models for young women, which builds greater confidence in their own abilities as well as provides more opportunities for mentorship from someone who has faced the same issues in their career progression.6 Nonetheless, quotas have also faced considerable opposition. One of the most prominent Australian women in an executive position, Gail Kelly, the CEO of Westpac Bank, reiterated her stance in April 2013 that quotas are not the answer to female representation on major corporate boards.7 There is also strong concern over women being promoted on the basis of gender rather than equal opportunity on the basis of merit, with recent terms such as ‘golden skirts’ coined in the wake of the Norwegian government’s legislation.8 This paper aims to examine the effects of government-imposed equilibrium in the form of mandated gender quotas in the boardroom and whether this type of legislation has led to greater gender equality and representation in executive management teams. In addition, this paper is interested in ascertaining the correlation between women’s representation on boards of the top firms and their 1 “Appointments to ASX 200 Boards”. Australian Institute of Company Directors. (04/03/2013). Retrieved from: http://www.companydirectors.com.au/Director-Resource-Centre/Governance-and-Director-Issues/Board- Diversity/Statistics 2 L Martin (2013, April 24), “A female PM is treated differently: Ita”, The Australian, retrieved from http://www.theaustralian.com.au/news/breaking-news/a-female-pm-is-treated-differently-ita/story-fn3dxiwe- 1226628774893 3 E Knight (2011, Mar 8), “Business boys' club won't change without a push”, The Sydney Morning Herald, retrieved from http://www.smh.com.au/opinion/society-and-culture/business-boys-club-wont-change-without-a-push-20110308- 1blwd.html 4 S Devillard, W Graven, E Lawson, R Paradise, & S Sancier-Sultan (2012), “Women Matter”, McKinsey & Company, retrieved from http://www.mckinsey.com/features/women_matter 5 A Ferguson (2013, Mar 9), “Gender gap costs country $195b, says economist”, The Sydney Morning Herald, retrieved from http://www.smh.com.au/national/gender-gap-costs-country-195b-says-economist-20130308-2fr2n.html 6 L Peacock (2012, April 14), “Women need role models who can juggle home and work life, says Rothschild MD Sian Westerman”, The Telegraph, retrieved from: http://www.telegraph.co.uk/finance/jobs/9203658/Women-need-role- models-who-can-juggle-home-and-work-life-says-Rothschild-MD-Sian-Westerman.html
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